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Change leadership, leading with less, and leading innovation in the australian public service - placemat

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A placemat developed for a workshop on Responding to Public Sector Leadership Challenges with better Change Leadership, Leading with Less, and Leading Innovation
Change at "The Public Sector Executive Level Leadership Conference 2014" run by Liquid Learning.

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Change leadership, leading with less, and leading innovation in the australian public service - placemat

  1. 1. © 2014 SmarterKnowledge Smarter Knowledge Responding to Public Sector Leadership Challenges with better Change Leadership, Leading with Less, and Leading Innovation Change Leadership Leading Innovation Leading with Less 41% of employees believe senior leaders effectively lead and manage organisational change 23% of agencies are at a change management maturity level that would enable them to achieve agency goals within the next three years Encouraging Innovation in bottom 3 of 10 investigated immediate supervisor capabilities 18% of agencies are perceived as dynamic and entrepreneurial —people are willing to take risks 46% of agencies will have underdeveloped management or leadership capability among middle managers (#3 workforce risk) 52% of agencies will be addressing capability gaps due to a changing operating environment (#1 workforce risk) More = Better Less = Better Statistics from State of the Service Report 2012–13 Leadership Challenges Leadership Responses Measure:Find, manage, use and reuse data to measure what was, is and will be Communicate: Manage the expectations of stakeholders by controlling communication ! Believe: Leadership must talk the talk and walk the walk ? Challenge: Transformative change comes through challenging the status quo Contextualise: Change is successful when it implements horses for courses Anticipate: Change can have unintended consequences that can derail the entire change process Endure: Stopping active change management too early can unravel achievements Supplement: Identify when external support is needed, but it has to be the right support Value is questioned Promote your achievements Fight for your fair share Limited $ for investment Reform yourself Reform could be thrust on you Survive Limited resources Collaborate Dysfunctional leadership Conditional Cooperation: Guilt employees into innovating by comparing with their peers Nudges: Show real-time innovations on the intranet homepage, and reward first contributions of the week Convenience: When staff log-on ask if there are innovation ideas they need to complete Choice Overload: Make the most important innovations the easiest to find and apply
  2. 2. Contacts Dr Michael Nelson Director, SmarterKnowledge michael.nelson@smarterknowledge.com About SmarterKnowledge SmarterKnowledgeis a progressive management consulting company that delivers high-end consulting services, focused on improving, innovating and empowering its clients. Improve: Efficiency and effectiveness reviews. Operating model redesign. Cost reduction. Strategy and policy analysis using Behavioural Economics and Systems Thinking. Innovate: Thought leadership and original research. Public sector innovation. Business and technology alignment. Empower: Capability development through training (Systems Thinking, Decision Making, Behavioural Economics) and knowledge management strategy. For more information, please visit www.smarterknowledge.com. Smarter Knowledge The Public Sector Executive Level Leadership Conference 2014 Practical Tools for Improving, Innovating and Empowering Leadership 16-18 September 2014, Boat House by the Lake, Canberra Notes

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